“Prosperity is only an instrument to be used, not a deity to be worshipped.” – Calvin Coolidge, 30th American president “If a for-profit entity is only profit seeking, then you’re not going to be a long-term profitable company. That’s kind of a paradox of business, I think.” – Satya Nadella, CEO, Microsoft “The Great Recession […]Read post »
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Tagged with 'Daniel Goleman'
“The learning organization can mean two things, it can mean an organization which learns and/or an organization which encourages learning in its people. It should mean both.” – Charles Handy, “The Age of Unreason“, Harvard Business School Press, Boston, pp 225 “Feedback is the lifeblood of the organization — the exchange of information that lets […]Read post »
It is something to be able to paint a particular picture, or to carve a statue … but it is far more glorious to carve and paint the very atmosphere and medium through which we look … – Henry David Thoreau, American author, poet, and philosopher Before we can learn to lead, we must learn […]Read post »
Where did 2013 go?! Were the days of the past year a tornado of multi-tasking juggling endless e-mails, phone calls, hurried hallway conversations, and racing between meetings? Did you spend countless hours putting out fires and responding to one problem after another? A major leadership — and life — skill in today’s crazy-busy times is […]Read post »
Over the past few months we’ve been writing about the profound payoffs of leader likability. Our research clearly shows that likability correlates directly with a leader’s effectiveness and the results he or she produces (see “Demanding Leaders Are Much More Effective – and More Likable” ). So how can a leader increase his or her […]Read post »
“The eye cannot see its own lashes.” – Chinese proverb “Superior performers intentionally seek out feedback; they want to hear how others perceive them, realizing that this is valuable information … one common mistake is focusing on people’s weaknesses and failing to note their strong points. This can be demoralizing rather than motivating.” – Daniel […]Read post »
Like the debate on whether leaders are born or made, an early debate in the emerging Emotional Intelligence research was whether our EQ, like IQ, is fixed once we hit adulthood. The debate is over and the verdict is in: like building leadership or other forms of expertise, we can improve our EQ at any […]Read post »
“What we expect, that we find.” – Aristotle, Greek philosopher, student of Plato, and teacher of Alexander the Great “Much of life is a self-fulfilling prophecy. If you think the worst of people and show it, they will often prove you right. If the systems we design are based on the principle that people cannot […]Read post »
Last week I finally saw the famous musical My Fair Lady based on George Bernard Shaw’s play Pygmalion. I took our fair daughter, Jennifer, to see My Fair Lady at the Shaw Festival in beautiful Niagara-on-the-Lake, Ontario. We thoroughly enjoyed it. I’ve wanted to see the show for years as a result of reading and […]Read post »
We often hear the axiom that "perception is reality." When it comes to assessing the service/quality levels delivered by our teams/organizations just who’s perception of reality are we using? Reinforcing this month’s four-part series of blog posts on The Three Rings of Perceived Value, here are key perspectives on using our customer perceptions of their […]Read post »
The messenger must be the message. The most effective communication is face-to-face. But the most believable communication is behavior. We would all much rather see than hear a sermon. Many well intentioned managers lead change or improvement efforts that are all about changing everyone else while they carry on pretty much as before. They’re preaching […]Read post »
I’ve extensively quoted and cited the expanding body of emotional intelligence research for many years in my writing and workshops. This rigorous and ever deepening research provides hard evidence for the catalytic power of “soft skills” in personal, team, and organizational performance. EI brings empirical science and greater clarity to the fuzzy topic of leadership. […]Read post »
I’ve written quite a lot about coaching as a central leadership task. The CLEMMER Group is getting ever deeper into developing and delivering customized coaching workshops, competency models, performance management systems, and the like. I have over 300 citations, quotations, and research papers filed under coaching in my research database. Here are a few: “You […]Read post »
The June issue of my monthly e-newsletter, The Leader Letter, went out last week. In it I included an item from my April 30 blog posting responding to a workshop attendee who read one of my articles with a chart on moving from casual or moderate to intense levels of customer service. She also asked […]Read post »